Process Efficiencies & Collaboration

Process Efficiencies & Collaboration

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

November 9, 2015

 

Many business tasks are able to be completed with a perspective other than what may routinely occur in a given organization.  The ability to complete a task through additional resources may lead to better outcomes for a given organization.  Collaboration frequently allows major objectives to be completed and secures value as distinct skills are utilized by a set of business partners.  Other business tasks provide efficiencies as effort is geared toward regular activities while another firm provides process efficiencies through research, consultancy, and at times-a particular perspective.

While organizations may be able to complete a given task, another viable perspective often leads to growth for both organizations.  Given current time considerations, work-loads, and a view of a time horizon--collaboration allows attractive monetary outcomes, added business value, or leverage for business planning.

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All Rights Reserved

Representation of specific organizations is not implied.

Leadership & Cognition

Leadership & Cognition: A Cup of Thought

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

November 9, 2015

 

Discussions of leadership have taken on particular nuances over the decades.  One determinant of leadership is cognition.  Research into common views has shown leadership from a perspective of being differentiated from management and as a key aspect of management.  Some believe leadership is not to be achieved without a dismantling of a title of leader.  A leader must have some sense of connection with others, if such a person is not characterized by some distinguished manner.  That connection may appear to be a level of ease and facility, yet a leader is not necessarily detached from the esteem to engage in particular tasks. 

Esteem and task-completion may at times be achieved with a powerful fastener, Purpose, through a mental concept (e.g., a title).  One in such a role is not to lose an understanding that a leader must develop qualities, at times in concert with others, at times with deep personal contemplation and self-understanding. 

Cognition allows the leader to take decisive action.  Cognition allows for an understanding of a particular role and the capacity to meet an objective.  Nuances may vary over time.  Impact may take place through a direct connection at a particular time.  Perspectives of leadership may prove efficacious and sustaining, regardless of a particular time frame-due to an understanding of cognition. 

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All Rights Reserved

Representation of specific organizations is not implied.

Well-Being Components

Well-Being Components

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

November 9, 2015

 

The concept of well-being is not confined to areas of physical health.  Well-Being may include areas of physical health while also encompassing other areas such as mental, social, and financial components. 

At times people may become excited about physical well-being.  Others may attempt to neglect considering the concept of physical well-being due to fears of feeling diminished in some aspect of “life success.”  Physical well-being is not necessarily a component in which every aspect of physical measurement is considered.  Rather, understanding of physical well-being allows other areas in one’s life to flourish.  Goals may vary from one individual to another in regards to physical, social, financial or other components of well-being.  Organizations may benefit from well-being initiatives for the resulting efficiencies attained.  Individuals may benefit from an understanding of well-being to gain appreciation for achievements, develop tools to set goals in certain areas, and to have realized value in personal initiatives.

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All Rights Reserved

Representation of specific organizations is not implied.

Article, Economic Thought: Behavior & Policy

Economic Thought: Behavior & Policy

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

August 23, 2015

     Content

     --Behavior, Economic Policy, Growth, Individuals, Investment, Markets, Society

Behavior is an important factor in economic thought.  Transactions, investment, and growth are impacted by behavior.  Behavior may often be considered as an attribute in markets.   

“The market is not a place; it is a process, it is the way in which, by selling and buying, by producing and consuming, the individuals contribute to the total workings of society.”[1]

Individuals play a considerable role in the growth of the overall economy.  The initiatives of individuals have led to innovation and accessibility to a variety of products, services, and specialized knowledge.  “[Historically,] [r]ather than plundering wealth, [those preoccupied with specialists in violence] … had instead to elicit its creation.  They had to nurture, rather than to despoil, the new economy.  They had to adopt policies that facilitated the growth of towns.”[2]  The description of history and changes in economic conditions may lead some to yearn for various levels of intervention or the lessening of defined restraints.  Certainty is a major factor in economic analysis as behavior results in varied outcomes.  The distinctions of time and desires lead to certain actions

Such distinctions may then become more noticeable.  “Economic development occurs when persons form capital and invest, making present sacrifices in order to reap future gains.”[3]  In looking at behavior, actions, and policy – wealth and economic growth may be quantified by various means.

One conclusion is that, “A country becomes more prosperous in proportion to the rise in the invested capital per unit of its population.”[4]

Behavior is one aspect of economic thought.  Policy is a reality in which we frame our place in the world.  Our individual economic choices and attention to policy allow for individual growth and for slight adaptation in our economic milieu.

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Article. All Rights Reserved

Representation of specific organizations is not implied.

 

[1] Ludwig von Mises, Economic Policy: Thoughts for Today and Tomorrow, comp. Bettina Bien Greaves (Auburn, AL: Ludwig von Mises Institute, 2006), 17.

[2] Robert H. Bates, Prosperity & Violence: The Political Economy of Development, 2nd Ed. (New York: W.W. Norton & Co., 2010), 42.

[3] Ibid, 84.

[4] Ludwig von Mises, 14.

Article, Leadership: Action & Purpose

Leadership: Action & Purpose

By: Brent Stackhouse, MBA

The Stackhouse Agency, LLC

www.StackhouseAgency.com

August 22, 2015

     Content

     --Leadership, Choice, Action, Project Management, Purpose

A thoughtful consideration of Leadership provides a tableau of the influence and direction of particular or general arrangements of stimuli.  Purpose is a distinguishable characteristic within the arc of manifestations of leadership.  Organizations utilize various dimensions of leadership styles.  Culture is one of the major areas related with various types of leaders.  Distinguishing or contrasting leadership styles may benefit the inquirer through goal establishment, success measurement, and by providing a context for interaction and understanding impetus. 

Praxeology is “the study of human conduct.”[1]  Analytics allow huge dimensions of desires, actions, and results to be elucidated or illuminated.  Complex structures can be understood in a clear way.  Human Action by Mises discusses praxeology.  “For praxeology data are the bodily and psychological features of the acting men, their desires and value judgments, and the theories, doctrines, and ideologies they develop in order to adjust themselves purposively to the conditions of their environment and thus to attain the ends they are aiming at….”[2]

Generally (speaking), leaders act purposefully.  To understand action and choice, methods such as project management or data analysis may be utilized.  A leader takes action.  A leader makes decisions.  A leader understands the context of self and what takes place within a given department, organization, market, or region.  A leader also takes action with purpose.  A leader influences. 

“It is true, praxeology and economics do not tell a man whether he should preserve or abandon life….The subject matter of praxeology is merely the essential manifestation of human life, viz., action,”[3] as signified in Human Action.

There are various dimensions of leadership styles. 

In The Lives of a Cell, author Lewis Thomas wrote, “If you could label…all the bits of human thought that are constantly adrift, like plankton, all around us, it might be possible to discern some sort of systematic order in the process….” (142-143)[4]  He expounded, “[W]e have seen the assembly of particles of exchanged thought into today’s structures of art and science.  It is done by simply passing the bits around from mind to mind, until something like natural selection makes the final selection, all on grounds of fitness.” (144)[5]   

We live in a complex world.  Theoretically, en masse, we have many choices.  Leadership is about taking action with purpose.      

 

Article. All Rights Reserved

Representation of specific organizations is not implied.

Written by: Brent Stackhouse, MBA, Consultancy Firm Manager - The Stackhouse Agency, LLC - www.StackhouseAgency.com August 22, 2015.

 

[1] The American Heritage® Medical Dictionary. S.v. "praxeology." Retrieved August 22 2015 from   

     http://medical-dictionary.thefreedictionary.com/praxeology.

[2] Ludwig von Mises, “The Data of the Market,” in Human Action: A Treatise on Economics, The

     Scholar’s Edition, Ludwig von Mises, narrated by Jeff Riggenbach (Ludwig von Mises       

     Institute, 2010).

[3] Ludwig von Mises, “Economics and the Essential Problems of Human Existence,” in Human

     Action: A Treatise on Economics, The Scholar’s Edition, Ludwig von Mises, narrated by Jeff

     Riggenbach (Ludwig von Mises Institute, 2010).

[4] Lewis Thomas, The Lives of a Cell (New York: Penguin, 1978), 142-144.

[5] Ibid.

Employee Engagement - Development

Employee Engagement - Development

January 17, 2015

By: Brent Stackhouse, MBA

The Stackhouse Agency, LLC

 

Employee Engagement has developed to identify current workforce dynamics, organizational areas targeted for improvement, factors of organizational efficiencies, and characteristics of a quality workforce environment.  Organizations may measure employee engagement ranging from slightly different to widely varying ways.  Common recognition involves organizational improvement, dimensional aspects of jobs, and market dynamics.  Well-being is increasingly a key metric in employee engagement. 

Employee Engagement

Employee Engagement

November 8, 2014

By: Brent Stackhouse, MBA

The Stackhouse Agency, LLC

Employee Engagement is able to be measured to improve organizational and performance outcomes.  Models may vary from one organization to another, yet data show an employee engagement – performance connection.  For an effective employee engagement program – planning, measurement, analysis, and action are recommended components for an organization’s performance strategy.  Prevailing research encompasses government organizations, private enterprise, and employee engagement by nation-state comparison.  Analysis of findings is relevant for organizational improvement and considerations of business investment, employee retention, and opportunities for trade in the international community.

Behavioral Economics and Sway in the Marketplace

Behavioral Economics and Sway in the Marketplace

November 8, 2014

By: Brent Stackhouse, MBA

The Stackhouse Agency, LLC

An understanding of behavioral economics profoundly benefits an organization.  As goods are sold, elements such as price, brand, quality, and location are major factors.  We know from economics that while a rational consideration could be price, we also account for luxury goods.  There are many consumers who would willingly purchase a good at a lower cost, yet given a choice will purchase a good at a higher cost for status reasons, its associated service received, or for brand identity.  Other components such as quality may not fully make up the higher price. 

Consumers find value from many aspects related with the good, the organization itself, and from their own “consumer identity” concepts.  Organizations may leverage growth, sales, and other objectives through specific research, consulting, and analysis.  We, consumers, often like to be considered very rational and at times we, consumers, like the gentle sway and play of the marketplace. 

Brief Insights into Behavioral Economics

Brief Insights into Behavioral Economics

November 5, 2014

By: Brent Stackhouse, MBA

The Stackhouse Agency, LLC

Life presents many choices within context.  Within economics, we consider rationality/irrationality.  Some also consider how scarcity is viewed and the ability of an individual or a group to create or use creativity.  Influence is a major aspect of behavioral economics.  We have agents that may influence our behavior to the extent we are aware of existing circumstances.  Our understanding, awareness, and thinking impact the role of influence and persuasion as opposed to coercive action.  Related with behavior is the demand for some entity and the supply of some good.  Many frequently debate how each is impacted and initiated.  Behavioral economics is a field providing rewarding insights for many organizations.